Beyond the Webstore: Driving Real Digital Transformation in B2B with Graham Lubie

In B2B commerce, digital transformation isn’t a one-off initiative, it’s an evolving program. That’s the central message from Graham Luby, Executive at Wasserman Digital, in a recent conversation about what it really takes to move the needle in manufacturing and distribution.

Digital Success Isn’t a Project. It’s a Program.

Many companies treat eCommerce like a side quest, launching a “cute little web store” with minimal organizational commitment. According to Graham, this short-term view is a recipe for stagnation. The most successful companies treat digital like a strategic program made up of many projects, guided by a roadmap that evolves over time.

ECommerce is not a project. It’s an ongoing program with a roadmap, built around continuously understanding what your customer needs and adapting to it, Graham said.

He points to companies like Grainger and McMaster-Carr, who have invested steadily for decades, not for a quick win but for lasting, strategic impact.

The Executive Gap: Speaking the Language of Value

One major challenge in B2B digital transformation is communication between digital teams and executive leadership. Too often, eCommerce leaders focus on technical metrics while executives need clear business outcomes.

You have to tie the digital initiative to top-line revenue growth or bottom-line cost savings. If you don’t speak in financial terms, you won’t get the funding or organizational support, Graham explained.

Digital leaders must shift their reporting from click-through rates and site traffic to P&L impact, cost efficiencies, and customer lifetime value.

The Complexity of B2B: It’s Not Just eCommerce, It’s Infrastructure

The B2B world is inherently complex, multi-step buying processes, multiple decision-makers, tax exemptions, custom SKUs, EDI integrations, and post-order edits are all part of the game. As Graham shared, even the concept of a “return” in B2B has layers of reverse logistics, contract obligations, and rebate management that B2C simply doesn’t have.

This means that building successful digital programs in B2B isn’t about plug-and-play. It’s about deep discovery, collaborative visioning, and strategic integration of tools that support long buying cycles and multiple stakeholders.

Manufacturers vs. Distributors: Evolving Relationships

In the past, much was made of the so-called channel conflict, manufacturers worried about alienating distributors by selling directly to customers. That concern still exists, but it’s maturing. Companies are realizing that not every product or customer segment needs the same route to market.

Distributors often bring scale, credit, and inventory proximity. But manufacturers are also identifying product categories where direct sales make more sense, Graham noted.

This shift has led to hybrid go-to-market models, where some products go through distribution and others go direct, depending on what best serves the customer.

The Role of Innovation in Customer Experience

Companies that are winning in B2B eCommerce are the ones innovating around customer experience. One example Graham shared was of an MRO supplier that deeply integrated into a large customer’s HR system to streamline PPE purchases based on job roles, reducing friction and locking in spend.

They’ve built vending machines, punchout integrations, EDI feeds, and even white-labeled customer portals. That level of integration makes it hard for Amazon or Granger to compete, he said.

This kind of differentiation, designed specifically around how customers want to buy, is where smaller players can truly compete with larger platforms.

AI: Assistive, Not Autonomous

There’s plenty of hype about AI building enterprise applications, but Graham is skeptical. While tools like ChatGPT can accelerate development and assist with requirements gathering, they don’t replace thoughtful engineering.

There’s absolutely no way AI replaces the development of enterprise-grade systems in the medium term. Too much of the work is in requirements, testing, integration, and managing risk, Graham said.

However, AI can serve as a productivity enhancer, streamlining routine tasks, assisting with data transformation, or supporting personalization at scale.

Final Thoughts: Make Clients Heroes

When asked what he loves most about his work, Graham’s answer was simple: helping clients succeed.

I love making clients heroes, understanding their business, crafting a vision, and delivering something that moves the needle. That’s what gets me up in the morning,” he shared.

With experience spanning Accenture, enterprise SaaS startups, and now Wasserman, Graham blends business savvy with technical depth. That makes him, and Wasserman Digital, an ideal partner for manufacturers and distributors navigating the complexity of B2B digital transformation.

If there’s one takeaway:
Don’t treat eCommerce as a launch-and-leave project. Treat it like a business capability that matures over time and let it be led by people who speak the language of both technology and value.